Organizational Participation: Myth and Reality

By Miriam Green. 2000

133 citations recorded by the source corpus.

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Employee involvement in decision making and firms performance in the manufacturing sector in Nigeria (2011, methodology): “This framework was based on two dimensions of Hofstede: power distance and individualism-collectivism (I/C), as their link with PDM is strongest compared to other cultural dimensions (Heller et al., 1998).”
The transformation of employee participation: Consequences for the work environment (2010, background): “Employee participation is, besides being an endeavour of workers and their organizations, an umbrella category for something that is variously named depending on context: workers’ say or voice, co-decision, industrial democracy, employee involvement, empowerment, etc. (see Hyman and Mason, 1995; Jør”
Direct participation and the quality of work (2013, background): “Forms of direct participation: Debate and issues The concept of participation has come to cover a very wide range of different practices for involving employees in decision making about work (Gonzalez, 2009; Heller et al., 1998; Kalleberg, 2011; Wilkinson et al., 2010; Zhou, 2009).”